Large strategic decisions rarely receive the time they deserve inside an ordinary operating week. A chief executive officer may be evaluating new markets, acquisitions, leadership structure, capital, enterprise value, and an eventual exit while still moving from meeting to meeting inside the current business.
The five-day Strategy Week inside Brad Sugars’ $100M Club Exit Mastery creates a concentrated setting for that level of work. Participants come together in Las Vegas to work through the decisions behind a $100M business plan and present the resulting strategy within the wider program.
Five Days Changes the Depth of the Conversation
A two-hour planning meeting can resolve a defined issue. A five-day strategic block gives a chief executive officer room to move across several connected decisions without returning to routine operations after every discussion.
That becomes significant at larger scale because one decision rarely stays isolated. A growth target can affect capital requirements, leadership structure, systems, acquisition strategy, and the value the business may eventually create.
Strategy Week gives those connections time to surface. Instead of solving each issue in a separate meeting, the owner can examine how the entire enterprise would need to change to support a much larger objective.
The duration creates room for an idea to be challenged, revised, and integrated into a broader plan before the participant returns to the business.
The Week Starts With a Larger Business Question
$100M Club is aimed at chief executive officers working toward $100M scale or a high-value exit. That audience changes the level of strategic question entering the room.
The conversation moves beyond getting more leads or improving one team. The chief executive officer may need to decide which markets, business models, assets, leaders, and capital decisions can carry the company into a substantially larger stage.
A $100M objective also forces assumptions into the open. The business model that works at the current size may need different systems, different management depth, or another route to growth before the target becomes operationally credible.
Five consecutive days give those assumptions enough attention to be examined together rather than as unrelated projects.
A $100M Plan Has to Become More Than a Revenue Target
A large number can motivate people while still providing very little strategic instruction. “Reach $100M” leaves unanswered questions about how the company gets there and what has to be true along the way.
Brad’s program has participants build and present a $100M business plan. That turns the headline objective into a planning exercise instead of leaving it as an ambition on a slide.
The plan can then organize work around the enterprise required to support the target. Market opportunity, operating capacity, leadership, capital, value creation, and strategic priorities all need to fit together.
Presentation adds another useful pressure. A plan that has to be explained coherently can expose gaps that remain easy to overlook while the ideas exist only in the owner’s head.
Collaborative Work Creates Better Friction
Strategy Week places chief executive officers around other businesses working on large-scale objectives. That creates a different type of challenge from an internal planning session where everyone shares much of the same company history.
Another owner may question an assumption that your leadership team has stopped noticing. Someone with experience in another market may see a structural issue that looks normal inside your own industry.
The point is to pressure-test your own reasoning against different operating backgrounds. Scale, capital, leadership, and enterprise value can look very different from one business model to another.
That comparison can strengthen a plan before the company pays the cost of testing every assumption in the market.
Brad’s Role Gives the Week Its Strategic Substance
Brad’s role in the strategic work gives Strategy Week its commercial substance. Participants are working inside a program built around the decisions required for larger-scale business ownership.
His current teaching organizes business development through Mastery, Marketing, Systems, Team, Scale, and Freedom. At the $100M level, those ideas become enterprise questions rather than early-stage business exercises.
Systems need to support significantly more complexity. Team becomes management depth and leadership architecture, while Scale asks how the company can multiply output without the same proportional increase in resources.
That perspective gives the week a clear business job: examine the structures behind the target and turn them into a plan the organization can execute.
Las Vegas Creates a Dedicated Strategy Environment
Las Vegas supplies the physical setting for five uninterrupted days of strategic work. Leaving the usual workplace can remove the meeting patterns and operating interruptions that repeatedly break larger decisions into smaller fragments.
That distance becomes more useful when the chief executive officer arrives prepared. Current numbers, strategic assumptions, management questions, growth constraints, and major decisions give the week substantive material from the beginning.
The setting also places multiple businesses in the same concentrated environment. Participants can compare how other owners approach scale while keeping the resulting decisions specific to their own organizations.
The commercial case remains the work itself. Five days are valuable when they produce decisions strong enough to travel back into the business.
The Plan Has to Return to the Business
Five days of concentrated thinking still needs an implementation route once the chief executive officer returns home. The plan has to reach leadership meetings, budgets, project priorities, reporting, and decisions about who owns each piece of work.
A market-expansion decision may require new leadership capability. An acquisition plan may change capital allocation and integration priorities, while a systems decision can create work across several functions.
The strongest output is therefore a plan that the organization can translate into operating work over the months that follow. Strategy Week creates concentration, and the business provides the environment in which the decisions have to perform.
That handoff keeps the $100M plan connected to execution instead of leaving it as an intensive-week exercise.
November Creates a Defined Planning Window
The next $100M Strategy Week is scheduled for November 9 through 13, 2026, in Las Vegas. Five consecutive days create a defined block for strategic work before participants return to the operating demands of their companies.
That concentrated timetable can be used to resolve the major assumptions behind a much larger business plan. Instead of carrying market, leadership, capital, and scale questions through separate meetings, the owner can work across them as parts of the same enterprise.
The output then has somewhere to go. Strategic decisions can move into leadership agendas, budgets, projects, and the next cycle of operating priorities.
For a chief executive officer dealing with a genuinely large objective, the calendar commitment is part of the proposition rather than an incidental event detail.
Frequently Asked Questions
What happens during Brad Sugars’ $100M Strategy Week?
Brad Sugars’ $100M Club includes a five-day live Strategy Week in Las Vegas focused on high-level business planning. Participants work toward a $100M business plan and present that strategy as part of the program.
When is Brad Sugars’ next $100M Strategy Week?
Brad Sugars’ next $100M Strategy Week is scheduled for November 9 through 13, 2026, in Las Vegas. The five-day format gives participants one concentrated period for the strategic work behind their $100M plans.
Who is Brad Sugars’ $100M Club designed for?
Brad Sugars positions $100M Club Exit Mastery for chief executive officers working toward $100M scale or a high-value exit. The program addresses enterprise-level strategy rather than early-stage business fundamentals.
What does Brad Sugars expect participants to produce during Strategy Week?
Brad Sugars centers Strategy Week around building and presenting a $100M business plan. The work turns a large growth or exit objective into a structured strategic agenda that can be carried back into the company.
Give the Biggest Decisions Enough Room
A $100M objective touches too many parts of a company to be handled as another quarterly target. Strategy Week gives chief executive officers five concentrated days to examine the enterprise behind the number, challenge assumptions, and build a plan that can return to the organization as real strategic work.
Get details on $100M Club Exit Mastery and its Strategy Week if that concentrated planning environment fits the scale or exit work your business needs next.
